Archive for category Team

What drives us? 5 simple motivation types

“Motivation is when your dreams put on work clothes “.
Benjamin Franklin

Knowing what drives yourself and your peers is an esssential key to manage self and people around you. Being it work or private life.

There are many different classifications of what keeps one motivated. I would like to share simple one  I apply and found it practically useful to understand what can keep myself and my colleagues motivated (or de-motivated)…

Simply 5

It is based on 5 simple types of motivators – key motives (or incentives) that influence our behavior:

1. Achievement: I will achieve that (to prove myself that I can do it), to feel better. Get it DONE is important for me! Capitalization by investing into the self is usually a real driver for this type of motivator. A burning desire to achieve certain goal has some purpose (to get better, stronger, experienced, more professional, etc…) and constant challenge that keeps me “running”. If such a person lacks challenge or does not sees the “horizon” of self growth he/she starts feeling de-motivated.

2. Social: will do it to earn respect and praise of my colleagues (spouse, friend, etc..). People, having social motivator as a key one care for others opinion more and work towards shaping them to comply to their expectations. If socially driven person doesn’t get praise (or worse gets blame instead) for a while he/she starts get de-motivated.

3. Reward: I will do it to get a reward. The ‘carrot’ thing that can be money but also career growth, benefits, etc… This motivator is easiest to claim, while weakest to retain. Some roles do require reward motivator (e.g. salesguys), but beware of people that have only this motivator as a key one.

4. Process: I like it.I like to do my painting, knitting, etc.., primarily not for getting it done but for the process itself. I enjoy making changes and pace, creativity, investigations, etc. Key root of this type of motivation is freedom to act in the scope of desired and beloved type of activity. As soon as you put a pressure on such a person he/she gets de-motivated.

5. Idea: I believe in that. Strongest one (and only one that actually can be grown up). People do revolutions driven by idea. Those guys stay if company values match with their own value stream. They care less about other motivators if this is the case. If  views of such a person do not match with employer/bosses he/she becomes de-motivated and eventually leaves the company.

So what?

There are no right or wrong, good/bad motivators. All that makes difference that different types of activities/roles at your company require different qualities (you know the best), that one needs to recognize and consider when staffing.

Here’re some examples of types of motivators that usually (but not necessarily) suit better different positions/roles:

  • Sales guy: usually driven by Achievement + Reward motivators;
  • Account manager: usually driven by Achievement + Process  motivator;
  • Programmer: usually driven by Process+ Achievement motivator;
  • HR manager: usually driven by Social + Idea motivator;
  • CEO: usually driven by Idea + Achievement motivator;
  • etc…

Driving motivators

Usually each of us have 1-2 motivators as a key ones. The trick is how to recognize and motivate using that information (should have another post on this).

To be continued…

Thanks to Vlad Zavadsky (an inventor of the approach and business trainer at Runa Consulting group).

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Teamleads, “Storming”, Self-organization and Entropy

“To shape it, destroy it” Lao Tzu.

Recently I had a Scrum introduction for a small team of developers at my friend’s office. There were huge amount of questions I dealt with.  However one looked more challenging to handle: “How team of developers can work without team lead? How group of 5-7 people can be equally responsible for success?” Followed by “It simply will not work. You suggest to destroy everything. One needs to tell them what to do” statement.

Well  my immediate answer was: “Team needs to be formed and as soon as “one boat in ” unavoidable  storming starts that makes team glue and self-manage in most natural way, so that no specific role needed to tell them what to do”.

Afterwards this question lead to insights on how it would be easier to explain  self-organization and steps to get there to Agile newbies…

Old style symptoms

  • What if group of people that just starts to work together does not want to glue, or it takes much time for them to form and come to storm?
  • How to make them storm earlier and faster?
  • What if you observe stand-ups when no one interested in what others did/up to and everyone report to Scrum Master?
  • Silent (or 100% happy) retrospectives?
  • People avoiding conflicts?
  • Or you see how people with old-style mindset wait that someone will tell them what to do?
  • Poor or no peer-management?

All these are the symptoms of no teamwork. These teams will unlikely deliver on time, having quality in.

As Ester Derby states: “Groups that avoid conflict won’t be able to face tough issues or handle the creative conflict that generates new ideas”.

Well, self-organization requires definite mind-shift, time and efforts. If that does not happen, team facilitators (coaches, scrum-masters) need to make them storm. Sometimes “throwing” team into storming helps here. Here is how.

“Throwing” team into storming

Here is simple, fast (and a bit harsh) way of doing it. Usually applicable when there is not much time to hit the deadline:

  1. Take (or invent) the deadline. A bit less than realistic is fine. Needs to be challenging. That is easy, ‘cos business usually has them.
  2. Make it clear when achievement considered as success and when it’s considered as failure, based on outcome.
  3. Communicate the deadline and cultivate sense of urgency within team. Tell the team that business needs predictability;
  4. Point out that all this matters if the outcome (product) is releasable;
  5. Bind team objective with result  (and eventually a paycheck);

Observe hawk-eyed

Look what happens with forming stage team when it goes under pressure like this. It immediately starts storming.  It simply has to storm, otherwise it will be unable to realize their potential as a team and eventually will be closed down (I intentionally worsen things here).

This is pretty much like in physics. You increase “pressure” and the measure of disorder of the closed system, called entropy increases as well. Storming is kind of  disorder. The outcome of it however is the order.

That’s just beginning. Observe what happens further. Some people will start to manage peers. Some will invent norms. Others will start to call for those. Some will start to follow. Not all. Some. Some may become “Mavericks”. Others, resisting  “bad guys”.

Team starts storming. It’s hard, harsh, emotional, but normal and needed. It’s unavoidable step for team to really glue together, fit best way and become a TEAM. It’s the price to pay to get team on their path towards being truly self-organized and hyper productive.

As an Agile leader (or Scrum master) you need to observe this stage very closely and take care of conflicts to resolve them in the way to lessen distressing impact on team members. In short, – take care of people!

After a while you will figure out that storming goes down (although it never ends, just becomes more “constructive” and less hard to do) as your team starts to balance each other and  having some “roles”. It depends on individuals managerial skills, characters and combination of people in the team.

The end” of Storming

I’ve seen team that ended up storming phase having several “team leads” (almost entire team) that managed each other. But compared to one formal team lead, they’re deserved and recognized leaders rather than formal authorities. Therefore, such a team is way stronger as managerial unit than a team having single and given team lead.

Let me explain that differently….

Several managerial roles in such a team are mutually complementing, since everyone manages some parts/aspects, focuses on different areas, sees picture from different angles that fits together naturally and keeps right balance between chaos and “autocracy”. Among other benefits of working together, self-organized team has an ability to compensate each other’s negative sides that allows them to become way better.  Rare person can compete with such a “balanced mix”.

That makes self-managed team stronger.

And my answer to the question in the beginning would be “YES”. At some point you need to destroy things to re-shape them.

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TEAM: 7 indispensable ingredients for “Together Everyone Accomplishes More”

There are thousands of articles and blogposts about what makes a strong team. Here’s my view on what makes bunch of people being a TEAM and what qualities strong team should have. It is based on observation of all successful (and therefore strong) teams I’ve ever met, experience working with and/or built.

Assumption: it would be necessary to assume that group of people shall have common Goal as key motive and prerequisite to become a TEAM.

1. Self-commitment:  this is key important characteristic of a strong team. Commitment to the team, putting the team interests first—and commitment to each individual on the team in helping him or her become everything he or she can.

2. Brand: this is aligned vision, strategy, purpose and values of the team. Team identity, both internally spoken/unspoken and transported inside and outside. These are the things every team member believes in and those that are “reflected” in team norms and via way team perceived from outside, that determines unique team behavior,  team distinctiveness. This is team motivator first place and only second place team “label”.

3. Trust and care: mutual trust and value of each other, expressed in giving positiveness to each other regularly and helping out just if someone feels bad for whatever reason. Not being afraid to be/look vulnerable to each other. Standing for each other in hard times! All for one and one for all!

4. Peer-pressure: to be able to move, team should have a mechanism that keeps “wheels rotating” daily. Either a team lead (or a peer-pressure in self-organized teams). That is managerial ability of a team to put constructive pressure and spread sense of urgency and accountability around peers that makes team doing whatever is needed to achieve the Goal.

5. “Short Distance” for continuous improvement: having time together creates a good context where “distance” becomes “shorter”, leading to being more comfortable and open with non-comfortable questions, – key for state known as “storming” (see Tuckman’s stages of group development) that is indefensible for team to change (self-improve). Strong teams embrace change when they need to.

6. Transparently communicating: to understand each other, a team has to be willing to invest the time necessary to share their states, feelings and opinions openly. Without talking and listening to each other on a daily basis, team may fall apart. And it’s very important to happen also informally, not just during status meetings or stand-ups.

7. One Boat in to win-win: there is no my/your work to be done or my/your goals to be met or “I’m done, now it’s your turn while I’ll slack around…”. Responsibility and accountability for everything team does and is shared among team members. Successes and failures, happiness and disappointment, praise and blame is a shared pie to eat.

There are many other specific traits that different teams have, however those mentioned, are common pattern for almost all strong ones, regardless of what they are up to, what business they are working for, etc.

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So willing to SUCCEED that not seeing FAILURE coming: the difference between urgency and panic

Defer Commitment + Deliver Fast!

Recently I observed an interesting trap one team fall into. When asked how confident guys feel about hitting the target, they was almost jointly saying they’re absolutely confident, however burndown chart  trend told me they won’t make it.

Well, I am absolutely sure that this is what we all want to have – 100% confidence, however here’s the dangerous trap.

We may stay satisfied and oversee problems (or pretend that tomorow the problems will be gone). Or try not to rise them. Or feel uncomfortable rising them. Or think that others will feel uncomfortable if we raise them, etc…

But, they will NOT disappear. Problems usually have tendency to pile up… And when such a team recognizes that, it’s already too late…. and painful.

Kaizen mindset and “Toyota way of Lean Leadership” cultivate culture of  “continuous crisis” that requires continuous improvement . Only having daily cultivated feeling of urgency and need, maintains the rhythm of tense and productive environment that reduces risk of facing a FAILURE.

As Toyota management team stated in 2010:

“We realized we need to develop a grater sense of urgency, in our business. Success is good, but without urgency serious weakness sets in, customer focus declines, creative ideas dry up and before you know it, you’re in trouble”.

So here is the trick to recognize: before you know it, you’re in trouble.

But the word and concept has negative tone and may have de-motivating impact on a team. How to make it distinct and positive?

Here is an advice…

Unlike panic or hysteria, urgency is a constructive, ordered and focused sense, therefore it should not de-motivate. Simply because it results in targeted and the only correct decision and action. Deffer commitment + deliver fast, guys!

To illustrate this imagine fighter aircraft pilot that needs to make the only correct decision and act accordingly within 10 seconds left before he may crash. And here is the difference that also proven by multiple real-life cases:

  • Panic: an ordinary pilot most likely starts to hit all buttons around (maximizes focus and work-in-progress) or worse, thinks about death (we will fail…), not believing that this happens to him (we will not fail, I do not see problem, it’s not about us/me…);
  • Urgency: trained pilot usually freezes for 7 seconds (analysis, defer commitment), makes decision, then within 3 remaining seconds quickly does (focused, fast) the only correct action to stabilize aircraft;

Feel the difference?

A takeaway is simple: stay open-eyed with reality, constantly challenge your confidence, do not fall into trap of satisfied optimism, distinguish among your will and reality, spread urgency around and stay hungry © for constant improvement.

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